1, multi-channel perfusion of positive energy
HR can suggest to the boss that all levels, departments and teams of the company should hold meetings, starting from the top of the company and then step by step, so as to correct the thoughts of all employees, unify the actions of all managers and eliminate gossip and some abnormal thoughts.
The contents of the meeting can include: the serious problems existing in the original business, team and management of the company, the purpose of recruiting many new people, the initial effect and so on. This paper points out the thoughts and performances of a few employees with unstable thoughts at present, and points out their one-sidedness and lack of understanding. The company will introduce a series of systems from business development, reward mechanism, assessment methods, salary increase and promotion, excellent team and so on. Those who work hard and make achievements will be given material and spiritual encouragement. , and will hold a high-level meeting. The meeting certainly hopes that everyone will put forward some opinions and suggestions, and the boss can explain them in time.
After the meeting, everyone convened a meeting of their respective departments in time to achieve the effect of stimulating everyone's positive energy, and answered some questions at the same time. In this way, the existing "unrest" will be suppressed and controlled in time, so that the standardized ideas and practices of the boss and the company will gradually spread throughout the company.
Of course, the relevant departments of the company can cooperate with the corresponding publicity, including posting, intranet, staff meeting and so on. To achieve the effect of mobilizing employees in all directions.
2. grasp the big and let go of the small.
After the ideological influence on all employees is widely spread, it will affect specific employees. Of course, it is not advisable to exert a balanced force on every employee. Time, energy and so on are not allowed.
Therefore, we can focus on department heads, technical/business/management backbones, appealing employees, and employees or teams rated as excellent/advanced. And through many meetings and discussions, make their thoughts clear and their behaviors unified, and then let them drive and influence a group of people.
If it is difficult for an individual to explain, it can be done by multiple departments and leaders in turn or collectively. We must make breakthroughs one by one, and we must not let the problem stay overnight.
In this way, the key points will be grasped, so that the "turbulence" will not be out of control. After a period of stability, most of the company's thoughts and actions will be unified through their layers of influence.
3, supervision and inspection
No matter what level of meeting, HR should make meeting minutes after the meeting. Then HR can supervise and inspect one by one according to the resolutions made in the minutes of the meeting, either by sampling individual employees or by on-site verification, with the aim of improving the effect and behavior after the meeting.
Departments and individuals that have problems should be notified within the company and the management and rectified within a time limit, and copied to the boss. Inspection notice can be issued once a week to enhance the effect.
4, praise advanced
For departments with few or no "turbulence personnel" and departments or individuals with obvious improvement in "turbulence", they can be notified once every half month and given material or spiritual rewards, which can be held in public places of employees or on the intranet of the whole company.
Only in this way can we achieve the effect of strengthening the body resistance and reducing "disturbance"
5, handling typical
After repeated education and explanation, if there are still "turbulent" or unstable people, no matter who they are, they can get together and leave, and don't stay long.
If the manager is stubborn, it is more important to deal with it in time to avoid future troubles, otherwise it is likely that a mouse excrement will spoil a pot of soup and mess things up, and it will be much more troublesome to solve it then.
Step 6 continue to recruit
Despite the "big change of blood", no matter how to carry out positive energy education, guidance, rewards and punishments, whether there are some "exclusion" phenomena, whether ordinary employees, managers or even newly recruited personnel may leave the company "at any time"
At this time, the human resources department should closely follow the performance of key personnel and strengthen daily communication with the heads of various departments and managers at all levels, so as to timely warn and take appropriate solutions to avoid being wise after the event.
7. Avoid major blood changes
Just like the human body, only some life-threatening diseases will think of "big blood transfusion", or there is no other way to save lives without "big blood transfusion" because even if there is a big blood transfusion, there will be more or less "rejection" and sequelae, and many corresponding treatments will be needed in the later stage.
The same is true for enterprises. If there are more new employees, all aspects of the enterprise will spend a lot of energy on management, and there are also many problems in the running-in of new and old employees, which not only affect the normal operation and management, but also affect the stability and improvement of business, service, output, quality and management.
In order to avoid big changes, the key is not to form a "small team" in the company:
First, any management/technical personnel are not allowed to introduce more than three or five people to join the company, and do not agree to "one pot", "one line" and "one team" casually. Even if you have to agree, you must disperse, divide, break up or dilute with other employees in a short time.
The second is to control the aiming head in time. Originally scattered employees, because of a hobby or * * * doing a job, etc. , gradually formed some "small teams", consciously or unconsciously safeguard the interests of members of "small teams" in their work and life, and tend to harm the interests of others, departments or companies. As long as there are more than three members in this small team, corresponding measures should be taken. If you want to find them, it is easy to find them as long as you often contact with department heads and key employees, or often walk among employees.